Non-governmental organizations (NGOs) in civil societies are established with the aim of increasing citizens' participation in various social and cultural affairs. Since the management of a system has a profound effect on its performance, the success of NGOs activities depends on the suitable context for their activities.The aim of this study is to examine the governmental executive managements' function in terms of the macro- management of non-governmental organizations, especially those which are active in the cultural field. The method is descriptive and analytical for functional purposes. In the first step, based on the theory of Henry Fayol, 5 hypotheses were set up. According to the hypotheses, there are significant relationships between the management's principles (planning, organizing, coordinating, leading and controlling) and the success of cultural NGOs. For data collection, the researcher-made questionnaire was distributed among all members of the target population, (41managers in governmental organizations, who were responsible for the activities of NGOs). Both descriptive and inferential statistical analyses were performed to test the hypothesis, along with the chi-square test. According to the results, managers consider the four main tasks of management, but the coordination between the governmental managers was ignored. Finally, based on the research findings, some suggestions are proposed.
)
